Self-leadership Influence On Employee Innovative Behavior

With the deepening of the global economic integration, international competition becomes more intense, enterprise want to in the competition, there must be advanced production technology and scientific management methods, innovative marketing strategies and so on, which are dependent on innovation. Despite the fact that enterprise is the innovation of market main body, but the staff is the source of innovative ideas, practitioners and promoters of the innovation activities. Improve the innovation ability of enterprises is the key to stimulate the creative potential of employees, fully arouse the enthusiasm of the employees’ work, and work to achieve high performance, then self-leadership management arises at the historic moment. Self-leadership refers to the employees according to their own personality characteristics, preferences and the ability to determine goals, determine their goals of steps and strategies. High self-leadership staff had some difficulties in work will show more enthusiasm, so as to promote the generation of innovation behavior. And psychological empowerment is a complex of authorized individual inner experience, can arouse the enthusiasm of individuals, and thus affect the individual innovation behavior, improve the management of the organization performance. At present, the domestic research on psychological authorization, employee innovative behavior increase gradually, but the study of self-leadership are very few, therefore, in order to psychological empowerment as intermediary variables, to study the effect of self-leadership on employee innovative behavior, has important theoretical significance and practical significance.Based on the self-leadership impact on employee innovative behavior as the research focus, and is authorized the psychological mediation variables, discusses the influence of the relationship between the three variables. First of all, based on the domestic and international relevant research results and authoritative theory, level of self-leadership and psychological empowerment has carried on the concrete analysis, build the theory model of self-leadership affect employee innovative behavior. Secondly, the self-leadership, psychological empowerment and employee innovative behavior scale of three variables selection and modification, suitable for the questionnaire of this study are obtained. Finally, through questionnaires, using the relevant statistical software, using descriptive statistical analysis, the reliability and validity analysis, correlation analysis and other methods, the self-leadership, psychological empowerment and employee innovative behavior of empirical research on the relationships between the three systems, the results showed that self-leadership has a significant positive effect on employee innovative behavior; psychological empowerment has a significant positive effect on employee innovative behavior; In the four dimensions of psychological empowerment, self-efficacy and job autonomy only two dimensions have significant positive effects on employee innovative behavior, the other two dimensions(work significance, effect) have no significant positive impact on employee innovative behavior; self-leadership has a significant positive effect on psychological empowerment; psychological empowerment have mediation role between self-leadership and employee innovative behavior. Based on the above results, this article put forward effective suggestions to promote the enterprise employee innovation behavior from three aspects: enterprises, managers and employees themselves, in order to improve the whole innovation ability of enterprises, to complete the established performance targets of enterprise.